HomeMy WebLinkAboutAIPP March 3, 2025 Agenda1.Call to Order
2.Citizen Participation
3.Main Agenda
3.1 Approval of February 3, 2025 AIPP Board meeting minutes.
3.2 Gore Creek Promenade design and public art integration
update. Gregg Barrie, Town of Vail Landscape Architect. (30
mins)
3.3 Summer 2025 AIPP program updates. (30 mins)
3.4 Discover Vail: Vail's Destination Marketing Organization
update, Mia Vlaar Director Economic Development Town of
Vail. (20 mins)
4.Coordinator Updates
5.Adjournment
ART IN PUBLIC PLACES MEETING
Agenda
Vail Town Council Chambers
Via Zoom Webinar: https://vail.zoom.us/j/82454442351
8:30 AM, March 3, 2025
February 3, 2025 Minutes.pdf
approved concept 2-20-2025.pdf
Perspective A- Proposed Concept.jpg
Perspective B- Proposed Concept.jpg
Perspective C- West View-Proposed Concept.jpg
Perscpective D- East View-Proposed Concept.jpg
Discover Vail Destination Marketing Organization Overview - Feb 2025.pdf
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vail.gov. All Town Council meetings will be streamed live by High Five Access Media and available
for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access
Media website the week following meeting day, www.highfivemedia.org.
Please call 970-479-2460 for additional information. Sign language interpretation is available upon
request with 48 hour notification dial 711.
1
Art in Public Places Board Meeting Minutes
Monday, February 3, 2025
AIPP Board members present: Lindsea Stowe - Chair, Tracy Gordon, Kathy Langenwalter, Courtney St.
John & Susanne Graff
Others present: Molly Eppard - AIPP Coordinator
1. Call to Order
2. Citizen Participation
3. Main Agenda
3.1 Approval of January 6, 2025 AIPP Board meeting minutes.
January 6, 2025 Minutes.pdf
• Kathy motions to approve January 6, 2025 AIPP Board meeting minutes.
Courtney seconds and all in favor.
3.2 Review relocation of Snowball Fight sculptures by Gail Folewell at Gondola One.
Allison Kent, AICP Mauriello Planning Group.
L1.0.pdf
Snowball Fight Relocation.pdf
• Molly outlines the process for reviewing the new landscape design proposed by the
new restaurant The Sixty-Two. It will not only be a major redesign of the existing
restaurant, but also the adjacent ski yard landscape which they have coordinated with
Vail Resorts who also owns the sculpture installation.
• The landscape design has been approved by the DRB.
• Molly visited the site with Greg Roy (TOV Community Development and Gregg Barrie
(TOV Landscape Architect) to discuss the opportunity relocating the sculptures.
• The proposed relocation was approved by Vail Resorts’ Jeff Babb.
• The sculptures will be moved a short distance to the east of the present location and
situated across the path.
• The Board agrees the relocation of the sculptures will be more intentional.
3.3 Dobson Ice Arena, public art integration in the Town of Vail capital project review,
Dobson Design Team – Populus, Cummings Group, and Greg Hall, Town of Vail
Public Works Director.
Dobson_Arena_Town_Council_Slide_Deck_12.17.24.pdf
• Greg outlines the timeline and budget for public art integration as 1% of
original construction contract totaling $430,000. This project is mostly funded
with a tax increment financing. Historically similar projects have had
significant public art components, like the Lionshead Welcome Center,
Sandstone Underpass, and Red Sandstone Elementary Garage.
• This project will tie the public art components connecting Lionshead and Vail Village,
also highlighting the existing public art in proximity to the Dobson Ice Arena and Vail
Public Library.
• The Design Team reviews potential opportunities for the interior spaces:
o Stair area (painted steel with tempered glass panels) – First impression location.
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o Lobby space - Large open wall.
o Check-in area/welcome desk/concessions – Off of main entry.
o Existing interior buttress walls.
o Hallway corridor to arena, however it will be closed off for hockey
configuration.
o Four walls within the arena corners. It is proposed that the hard surfaces
be wrapped panels for acoustics.
o Two large ducts running the length of Dobson.
o South lounge entry area with views to south – ceiling space which also
serves as way finding.
o Ceiling cloud area on the west entrance – potential sound mitigation and
screens ceiling height and volume space.
• Exterior spaces are identified:
o West entrance area is discussed.
o The ventilation stacks with murals painted by Jaime Molinas and Pedro
Barrios will have to be removed due to infrastructure and utilities at the arena.
o Large transformer adjacent to the west entrance.
o Mechanical yard will have a Corten wall screening it.
o South side of the building.
o The existing large fluted concrete wall will be more exposed with the remodel.
o The loading dock area wall will also be more visible with the remodel.
o There are sculpture opportunities flanking the entrance in the landscape beds.
• Start of construction is anticipated for Spring 2025 and it is an approximately 18-month
project. The extent of the public art integration is what will determine the lead time. (ie.
mural versus site-specific.) There will need to be coordination throughout the project.
3.4 Art Studio construction update and Summer 2025.
Studio Update.pdf
• Presently June 13 for completion for final punch list. COO will be a week or two prior.
• The Studio will have a geo-thermal component. The first in the Town of Vail.
• A HYBYCOZO Ford Park temporary summer installation may be a possibility in three
locations in proximity to the Art Studio due to the compromised landscape from
construction. We are awaiting a proposal.
• The Board inquires about security cameras in Ford Park and in proximity to the Studio.
At present there are none.
4. Coordinator Updates
• Lionshead parking structure painting is out to bid.
• Gore Creek Promenade & Lot 10 scheduled for an update at March meeting.
• Wedel sculpture – Awaiting proposal from Uovo for installation recommendations
• A Bee Hotel will be constructed in May at the BFAG by the artist Mike Williams whom Courtney
and Molly met at the Denver Botanic Gardens.
• Update on Winterfest programs - Hundreds attended both “Meet the Owls” events at the
Snowsports Museum and The Vail Public Library. The Alpine Arts craft workshop at the
Snowsports Museum was also well attended. We took photos of the owls in Nature’s
Educators care at the ice sculptures. All the events catered to a wide demographic.
• Winterfest "Night Owls" - Event photos
• Review advertising opportunity proposed with Vail Beaver Creek Magazine. The Board is
interested in proceeding.
5. Adjournment
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9)PUBLIC ART OPPORTUNITY
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11)A/B/C/D PERSPECTIVES
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Updated February 2025
DISCOVER VAIL DESTINATION MARKETING ORGANIZATION
9
KKEEYY CCHHAAPPTTEERRSS IINN TTHHEE VVAAIILL LLOOCCAALL MMAA RRKKEETTIINNGG DDIISSTTRRIICCTT EEVVOOLLUUTTIIOONN::
1999
Creation of the Vail
Local Marketing District
by the Vail lodging
community, funded by
a 1.4% per night tax on
overnight stays of less
than 30 days in Vail.
VLMD is poised to evolve into a
comprehensive DMO,
encompassing 12 months of
destination marketing,
management, special events,
welcome centers, and business
development.
VLMD partners with Vail
Mountain to directs users to
Vail.com as its primary call to
action. VLMD leads summer
marketing, Vail
Mountain manages winter
marketing
2006 2007
VLMD creates its first online
presence at DiscoverVail.com.
VLMD begins to gather
customer data and create a
customer relationship
management framework: full-
time, year-round marketing.
2020
CO Bill HB1117 Passed
VLMD affirmed VLMDAC
focus on marketing and
promotions
Magellan conducts ballot
initiative polling
Management of the
VLMD moved in-house,
to the Town of Vail,
including Special Events
oversight.
2022 2024
DISCOVER VAIL BOARD BOOKHISTORY, MISSION AND VISION
VLMD HISTORY
KK EEYY CCHHAAPPTTEERRSS IINN TT HHEE VVAA IILL LLOO CCAA LL MMAARRKKEETTIINNGG DDIISSTTRRIICCTT EEVVOOLLUUTTIIOONN::
1999
Creation of the Vail
Local Marketing District
by the Vail lodging
community,funded by
a 1.4%per night tax on
overnight stays of less
than 30 days in Vail.
VLMD is poised to evolve into a
comprehensive DMO,
encompassing 12 months of
destination marketing,
management, special events,
welcome centers,and business
development.
VLMD partners with Vail
Mountain to directs users to
Vail.com as its primary call to
action.VLMD leads summer
marketing,Vail
Mountain manages winter
marketing
2006 2007
VLMD creates its first online
presence at DiscoverVail.com.
VLMD begins to gather
customer data and create a
customer relationship
management framework:full-
time,year-round marketing.
2020
CO Bill HB1117 Passed
VLMD affirmed VLMDAC
focus on marketing and
promotions
Magellan conducts ballot
initiative polling
Management of the
VLMD moved in-house,
to the Town of Vail,
including Special Events
oversight.
2022 2024
Resolution No. 2 Series
of 2024: Expanded policy
oversight to include duties
and functions of the
Economic Development
Department
10
DISCOVER VAIL BOARD BOOKDMO ROLES AND RESPONSIBILITIES
IMPACT OF TOURISMNATIONALLY
$84B
in state and local tax
revenue help fund
public utilities like
police, firefighters, road
improvements and
community projects.
75%
Travel plays a critical
role in our nation’s
emotional health
as 75% believe
it’s important to
live a healthy and
productive life.
$1.3T
Travel-related spending
was $1.3 trillion in 2023
(Dean Runyan Associates)
6M
Industry employs
nearly 6M
(Dean Runyan Associates)
11
DISCOVER VAIL BOARD BOOKDMO ROLES & RESPONSIBILITIES
IMPACT OF TOURISMCOLORADO
$790.15
The average Colorado
household saved
$790.15 in 2023 for
state and local taxes
due to tourism revenue
$1:151 ROI
in marketing investment to
visitor spend
187,710
187,710 jobs for Coloradoans
(Dean Runyan Associates)
12
DISCOVER VAIL BOARD BOOKDMO ROLES & RESPONSIBILITIES
IMPACT OF TOURISMEAGLE COUNTY
2019 to 2023,
State and Local
taxes grew by
28% and 34%,
respectively,
making more funding
available for essential
public services.
As jobs continue to
recover post-pandemic,
earnings and
travel spend
are soaring —
up 14% and
nearly 32%
respectively.
$2,041
Tax receipts / residence = $$ saved annually
$113,779,550/54,381 = $2,041
Direct employment has risen by 20%
since 2020 and it’s approaching pre-pandemic levels.
Direct business earnings also rose by 33% to an
all-time high — surpassing $395M.
13
DISCOVER VAIL BOARD BOOKDMO ROLES & RESPONSIBILITIES
IMPACT OF TOURISMVAIL
DRIVING OVERNIGHT STAYS
Vail attracts 3 million annual visitors, with overnight
stays accounting for 56% (1.7 million) of total visitation,
demonstrating the success of DMO initiatives and
economic value of overnight visitors.
YEAR-ROUND DESTINATION APPEAL
Steady performance across all seasons underscores
Vail’s versatility.
Winter (January–March): Continues to dominate with 34%
of overnight visitation, showcasing strong seasonal demand
Summer (July–September): Attracts 28% of overnight visits,
highlighting Vail’s appeal.
SHOULDER SEASONS
Demonstrating growth and potential:
Fall (October–December): Accounts for 22% of
overnight visits.
Spring (April–June): Captures 17% of overnight visits.
While expansion to a year-round destination is our goal, it
is crucial that this does not come at the expense of winter
visitation, which currently generates 74% of annual Lodging
Tax Revenue. Winter’s impact is driven by higher occupancy
rates, higher ADR and benefits from compression nights
during the holidays.
(Longwoods, 2023 data)
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TRADITIONAL
VLMDAC MISSION
• Promote Vail as a premier, year-round destination.
• Boost tourism during non-winter months, primarily in the
spring, summer and fall.
• Enhance the economic health of Vail by attracting quality
visitors to Vail.
DISCOVER VAIL BOARD BOOKHISTORY, MISSION AND VISION
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DISCOVER VAIL BOARD BOOKHISTORY, MISSION AND VISION
TRADITIONAL
VLMDAC VISION
• Vibrant, world-class destination
• Balance tourism with community welfare
• Create value for both visitors and residents
16
ROLES AND RESPONSIBILITIES
Discover Vail Destination Marketing Organization
DISCOVER VAIL BOARD BOOKDMO ROLES AND RESPONSIBILITIES
17
The Vail
Experience
Customer
Service
Training
Welcome
Centers
Tourism & Econ Dev
Admin
Marketing &
Communications
Advertising Lodging Liaison
Public
Relations
Social Media &
Content
Research /
Data Analytics Group Sales
Airline
Relations
Special
Events
Strategic
Development
Permitting &
Production
Business
Development
Entrepreneurship Small Business
Support
StewardshipRegional
Chamber
Local Business
Chamber
Vail Economic
Advisory
Council
VLMDAC
Tourism & Econ.
Dev. Director
VLMD /
Town Council
DISCOVER VAIL BOARD BOOKSTRUCTURE
DMO STRUCTURE
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DISCOVER VAIL BOARD BOOKDMO ROLES AND RESPONSIBILITIES
DISCOVER VAIL DMO SUMMARIES
PAID MEDIA (Miles)
Generate destination awareness and
consideration in key markets that results in
new Vail visitors.
CAMPAIGN CONCEPT AND
PRODUCTION (970)
Support Paid Media campaign by producing
creative based on the media plan and spend.
GROUP SALES (VVP)
Drive demand for group leads and
business to Vail.
RESEARCH AND PARTNERSHIPS
(Miles/BAAG)
Provide access to tools and research to inform
marketing initiatives, decisions and track results.
PUBLIC RELATIONS AND
INFLUENCER (MYPR)
Drive destination awareness and consideration
in earned media along with influencer tactics.
WEBSITE (970)
Maintenance and enhancements to improve
user experience, performance and deliver
timely and quality content.
19
DATABASE SYSTEMS/STRATEGY
(BAAG)
Grow email database and drive long-term
affinity with existing customers.
NEW WEBSITE CONTENT AND SEO
OPTIMIZATION (Miles)
Produce strategic content and optimize existing
content for SEO to drive organic traffic.
ORGANIC MEDIA (Town of Vail)
Drive organic growth across social media
channels and engagement with our brand.
EVENTS (Town of Vail)
Support execution of annual events and drive
lead generation for new events.
VISITOR SERVICES (Town of Vail)
Provide information and curated experiences
to in-market Vail visitors.
DISCOVER VAIL BOARD BOOKDMO ROLES AND RESPONSIBILITIES
DISCOVER VAIL DMO SUMMARIES
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DISCOVER VAIL BOARD BOOKDMO ROLES AND RESPONSIBILITIES
HISTORIC BUDGET AND TRENDS
Vail Program Investment
Marketing
$5.3 - 6.1M
Events
$3M
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DISCOVER VAIL STATEGIC PLANEXECUTIVE SUMMARY DISCOVER VAIL STRATEGIC PLANDISCOVER VAILSTRATEGIC PLAN2025 - 2027 DRAFT
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DISCOVER VAIL STATEGIC PLAN
OVERVIEW
Purpose of the Strategic Plan
Executive Summary
Goals and Objectives
2025 Operating Plan Alignment
Alignment to Town Council Strategic Plan
Strategic Action Plan Development Timeline
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DISCOVER VAIL STATEGIC PLAN
PURPOSE OF THE STRATEGIC PLAN
The purview of the Vail Local Marketing District Advisory Council (VLMDAC)
was recently expanded by resolution to provide strategic direction for the
activities of the town’s tourism and economic development department, to
include:
Organization, promotion, marketing, and management of public events
Activities in support of business recruitment, management, and
development
Coordinating tourism promotion activities
Facilitating and enhancing visitor experiences
The strategic plan will guide the evolution of the expanded scope over the
next 3 years.
DISCOVER VAIL STRATEGIC PLAN
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DISCOVER VAIL STATEGIC PLAN
DATA COLLECTION
In September 2024, 27 community
stakeholders were contacted via email
invitation to respond to a quantitative/
qualitative blended survey with the intent
of capturing advance feedback for the
organization’s strategic thinking process.
EXECUTIVE SUMMARY
Discover Vail collaborated with Leadership Outfitters on a strategic thinking
process, starting with data collection to guide future ideation. The process
includes brainstorming change catalysts and using the SOAR framework
(strengths, opportunities, aspirations, and results) to refine existing strategies
and identify new ones. Goals and tactics will be developed in the next phase.
DISCOVER VAIL STRATEGIC PLAN
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DISCOVER VAIL STATEGIC PLAN
Championing the Vail Experience
to drive economic growth,
community vitality and
responsible tourism.
DMOPURPOSE STATEMENT
DMO PURPOSE STATEMENT DISCOVER VAIL STRATEGIC PLAN
26
DISCOVER VAIL STATEGIC PLAN
DEFININGGOALS
Using the results of the survey data
and outcome of the strategic session,
three key areas were identifi ed that
will guide the organization’s strategic
future. Each key areas includes a
defi nition, goals and tactics to guide
the creation of a 3-year action plan.
DEFINING GOALS DISCOVER VAIL STATEGIC PLAN
ETHOS
COMMUNITY VITALITY THE VAILEXPERIENCE
DISCOVER VAIL STATEGIC PLAN
27
DISCOVER VAIL STATEGIC PLAN
A. Build an effective and nimble structure to expand trust
and confi dence and advance the mission of the DMO.
A1. Attract and enroll experienced and passionate professionals for
DMO board.
A2. Defi ne board structure, roles, and responsibilities (e.g., Deploy
advisors on an ad hoc basis to support key initiatives).
A3. Formulate and successfully execute and report DMO goals and
results in the context of a 3-year strategic plan.
A4. Maintain a fi scally responsible and sustainable budget policy that
is aligned with Town Council strategic objectives.
B. Introduce, through communication, the purpose
and benefi ts of the DMO. .
B1. Create the DMO’s marketing and communications plan to share
with internal and external stakeholders.
B2. Create a model to quantify benefi ts of the DMO.
ETHOS
The foundation that guides core
character, values, and strategic
direction for Vail.
GOALS: ETHOS
VAIL
EXPERIENCE
COMMUNITY
VITALITY
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DISCOVER VAIL STATEGIC PLANTHE VAIL EXPERIENCE
Influence, curate, and deliver authentic
and welcoming year-round moments
that create loyalty and nurtures a deep
connection to Vail.
GOALS: THE VAIL EXPERIENCE
ETHOS
COMMUNITY
VITALITY
C. Elevate The Vail Experience.
C1. Develop a strategic event and activation strategy.
C2. Coordinate and optimize a seamless guest experience plan.
C3. Build a community-wide customer service culture.
D. Increase awareness of year-round destination.
D1. Establish a PR strategy tied to signature experiences.
D2. Develop Best In Class content to leverage non-peak messaging.
E. Increase loyalty and connection
E1. Personalize marketing to attract repeat visitors through storytelling.
E2. Build a strategy with lodging and community partners to reward
repeat/loyal visitors.
E3. Enhance CRM capabilities
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DISCOVER VAIL STATEGIC PLAN
COMMUNITYVITALITY
Foster an economically thriving and
engaged “Vail for Everyone”
GOALS: COMMUNITY VITALITY
VAIL
EXPERIENCE
ETHOS
F. Increase and cultivate local business engagement.
F1. Establish new guest service training program.
F2. Create effective business onboarding & retention program.
F3. Initiate buy-in from Vail Resorts & Vail Health on development initiatives.
F4. Package & communicate resources for entrepreneurs.
G. Identify needed infrastructure improvements and
share with Town leadership.
G1. Study possibilities for cultural/community/nature centers.
G2. Identify needed amenities to improve guest/local experience.
G3. Observe successes and learn from other communities/destinations.
H. Develop a ‘Vail Experience for Everyone.’
H1. Create journey-maps of key audiences and define needs/opportunities.
H2. Define the Vail Experience to better respond to younger demographics.
H3. Create a stewardship campaign to encourage responsible behavior and
protect our natural and built environment, as identified in the Stewardship
Roadmap.
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DISCOVER VAIL BOARD BOOKHISTORY, MISSION AND VISION
COMMUNITY VITALITY
Fostering an economically thriving
and engaged “Vail for Everyone”
GOALS:
• Increase and cultivate local
business engagement.
• Advance and communicate needed
infrastructure improvements.
• Develop a ‘Vail Experience
for Everyone.’
THE VAIL EXPERIENCE
Influence, curate, and deliver
authentic and welcoming year-round
moments in Vail.
GOALS:
• Elevate The Vail Experience.
• Increase awareness of year-round
destination.
• Increase loyalty and connection.
ETHOS
The foundation that guides core
character, values and strategic
direction to Vail.
GOALS:
• Build an effective and nimble structure
to expand trust and confidence and
advance the mission of the DMO.
• Introduce, through communication, the
purpose and benefits of the DMO.
31
DISCOVER VAIL STATEGIC PLAN
COMMUNITYVITALITY
GOALS:
Increase and cultivate local
business engagement.
Advance and communicate needed
infrastructure improvements.
Develop a ‘Vail Experience for
Everyone.’
THE VAIL EXPERIENCE
GOALS:
Elevate The Vail Experience.
Increase awareness of year-round
destination.
Increase loyalty and connection.
ETHOS
GOALS:
Build an effective and nimble
structure to expand trust and
confidence and advance the
mission of the DMO.
Introduce, through communication,
the purpose and benefits of
the DMO.
GOALS ALIGNMENT TO TOWN COUNCIL STRATEGIC PLAN
Community / Housing: Increase commercial opportunities for local businesses
Support our Workforce, Leadership Programs
Authentic Vail Experience: Goals and Metrics for excellent service,
Unique Events, Inviting for all ages
Environmental Sustainability
ALIGNMENT TO TOWN COUNCIL STRATEGIC PLAN
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DISCOVER VAIL STATEGIC PLANNEXT STEPS: TIMELINE
STRATEGIC ACTION PLAN DEVELOPMENT TIMELINE
In the coming months, all objectives will be built into action plans as part of the 3-year strategic plan.
Dec 2024 VLMDAC reviews draft of strategic plan and provides feedback
Jan 2025 VLMDAC reviews draft 2 of strategic plan to be presented to Town Council
Strategic plan and action plan timeline presented to Town Council
Feb – Mar Conduct action plan working sessions with internal and external stakeholders
Apr VLMDAC reviews draft action plan and provides feedback
May VLMDAC reviews and approves final Discover Vail Strategic Action Plan
Jun – Aug Final Discover Vail Strategic Action Plan is used to create 2026 Operating plan
Sept Final 3-year Discover Vail Strategic Action Plan presented to VLMD/Town Council
as part of the 2026 Operating Plan presentation
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DISCOVER VAIL STATEGIC PLANEXECUTIVE SUMMARY DISCOVER VAIL STRATEGIC PLAN
THANK YOU
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